Several factors can determine the success or failure of an organization, but few are as important as the role played by managers. Managers form part of the leadership in any business and help make the vision and mission of the firm a reality. They are, therefore, an indispensable part of the organization, especially in a small business. An effective manager understands and concentrates on the key concepts of management to successfully implement the vision and mission of the organization.

Planning

A manager must understand that planning is a preparatory step, a systematic and ongoing activity that answers the what, who, where, when, why and how questions that seek to implement the vision and mission of the business. The steps in planning must include, among other things, the establishment of objectives, the course of actions to take and the follow-up of those actions if the business wants success.

Organizing

It is after planning that a manager must begin to organize. The way in which a manager implements organization will determine the success or failure of the entity. An appropriate organizational arrangement will help a manager reduce the costs of business, as well as exploit the firm’s efficiency in the global market. While organizing, a manager must define key elements including the tasks of every individual, the responsibility of decision-making, the authority of every individual and the harmonization of workers within the firm.

Leading

The key function of the manager in this level is to assist employees by directing them in the right direction to attain the company's goals. The concept of leading is a human role as it entails dealing with people on a personal level. Therefore, a manager must develop excellent skills in handling different people. The manager should be alert to different human behaviors while motivating staff, delegating tasks and forming effective teams.

Staffing

No business can begin, do business or make profits without human resources. The role of a manager in this level includes hiring the right people for the right job, facilitating training, organizing leave days for the staff, and -- where necessary -- perform the unpopular duty of firing employees. It is not enough for a manager to get the right people for the right job; he must also ensure that the organization can retain its productive employees through competitive incentives.

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About the Author

Based in Ontario, Gary White has been writing business-related articles since 2008. He has worked for “The Bank of Canada” as an economic analyst, and currently works for Link Networking Communications Inc. as an editor. Gray is a graduate in Business Administration(Economics) from the University of Toronto.